Of late, I’ve been talking to a lot of organizations that have learned cloud lessons the hard way — and even more organizations who are newer cloud adopters who seem absolutely determined to make the same mistakes. (Note: Those waving little cloud-repatriation flags shouldn’t be hopeful. Organizations are fixing their errors and moving on successfully with their cloud adoption.)
If your leadership adopts the adage, “Move fast and break things!” then no one should be surprised when things break. If you don’t adequately manage your risks, sometimes things will break in spectacularly public ways, and result in your CIO and/or CISO getting fired.
Many organizations that adopt that philosophy (often with the corresponding imposition of “You build it, you run it!” upon application teams) not only abdicate responsibility to the application teams, but they lose all visibility into what’s going on at the application team level. So they’re not even aware of the risks that are out there, much less whether those risks are being adequately managed. The first time central risk teams become aware of the cracks in the foundation might be when the building collapses in an impressive plume of dust.
(Note that boldness and the willingness to experiment are different from recklessness. Trying out new business ideas that end up failing, attempting different innovative paths for implementing solutions that end up not working out, or rapidly trying a bunch of different things to see which works well — these are calculated risks. They’re absolutely things you should do if you can. That’s different from just doing everything at maximum speed and not worrying about the consequences.)
Just like cloud cost optimization might not be a business priority, broader risk management (especially security risk management) might not be a business priority. If adding new features is more important than address security vulnerabilities, no one should be shocked when vulnerabilities are left in a state of “busy – fix later”. (This is quite possibly worse than “drunk – fix later“, as that at least implies that the fix will be coming as soon as the writer sobers up, whereas busy-ness is essentially a state that tends to persist until death).
It’s faster to build applications that don’t have much if any resilience. It’s faster to build applications if you don’t have to worry about application security (or any other form of security). It’s faster to build applications if you don’t have to worry about performance or cost. It’s faster to build applications if you only need to think about the here-and-now and not any kind of future. It is, in short, faster if you are willing to accumulate meaningful technical debt that will be someone else’s problem to deal with later. (It’s especially convenient if you plan to take your money and run by switching jobs, ensuring you’re free of the consequences.)
“We hope the business and/or dev teams will behave responsibly” is a nice thought, but hope is not a strategy. This is especially true when you do little to nothing to ensure that those teams have the skills to behave responsibly, are usefully incentivized to behave responsibly, and receive enough governance to verify that they are behaving responsibly.
When it all goes pear-shaped, the C-level IT executives (especially the CIO, chief information security officer, and the chief risk officer) are going to be the ones to be held accountable and forced to resign under humiliating circumstances. Even if it’s just because “You should have known better than to let these risks go ungoverned”.
(This usually holds true even if business leaders insisted that they needed to move too quickly to allow risk to be appropriately managed, and those leaders were allowed to override the CIO/CISO/CRO, business leaders pretty much always escape accountability here, because they aren’t expected to have known better. Even when risk folks have made business leaders sign letters that say, “I have been made aware of the risks, and I agree to be personally responsible for them” it’s generally the risk leaders who get held accountable. The business leaders usually get off scott-free even with the written evidence.)
Risk management doesn’t entail never letting things break. Rather, it entails a consideration of risk impacts and probabilities, and thinking intelligently about how to deal with the risks (including implementing compensating controls when you’re doing something that you know is quite risky). But one little crack can, in combination with other little cracks (that you might or might or might not be aware of), result in big breaches. Things rarely break because of black swan events. Rather, they break because you ignored basic hygiene, like “patch known vulnerabilities”. (This can even impact big cloud providers, i.e. the recent Azurescape vulnerability, where Microsoft continued to use 2017-era known-vulnerable open-source code in production.)
However, even in organizations with central governance of risk, it’s all too common to have vulnerability management teams inform you-build-it-you-run-it dev teams that they need to fix Known Issue X. A busy developer will look at their warning, which gives them, say, 30 days to fix the vulnerability, which is within the time bounds of good practice. Then on day 30, the developer will request an extension, and it will probably be granted, giving them, say, another 30 days. When that runs out, the developer will request another extension, and they will repeat this until they run out the extension clock, whereupon usually 90 days or more have elapsed. At that point there will probably be a further delay for the security team to get involved in an enforcement action and actually fix the thing.
There are no magic solutions for this, especially in organizations where teams are so overwhelmed and overworked that anything that might possibly be construed as optional or lower-priority gets dropped on the floor, where it is trampled, forgotten, and covered in old chewing gum. (There are non-magical solutions that require work — more on that in future research notes.)
Moving fast and breaking things takes a toll. And note that sometimes what breaks are people, as the sheer number of things they need to cope with overload their coping mechanisms and they burn out (either in impressive pillars or flame, or quiet extinguishment into ashes).